Performance appraisal (human resources)

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The performance appraisal is an entrepreneurial management tool , which is used for planning and controlling as well as for a number of personnel management goals. In addition to the potential assessment, it is a sub-area of ​​the personnel assessment . It relates to past performance and behavior.

Areas of application

In the context of management by target agreements , performance assessments serve to determine remuneration and personnel development . But they are also required in the context of results-oriented leadership . Performance pay systems rely on performance reviews as a basis.

Depending on the type of remuneration to be determined, the methods of performance assessment differ:

  • Piecework wage areas in which employees need short-term feedback on results on a metric level,
  • managerial staff within the meaning of Section 5.3 BetrVG ,
  • Sales employees who receive commissions within the meaning of the regulations § 7 HGB for commercial agents and
  • Commercial and technical employees who do not belong to the groups mentioned.

In addition to performance remuneration, there are other addressees for the performance assessment. The employee receives information about his performance and he recognizes how he is assessed by the manager. This enables him to plan his future in the company. The supervisor receives information about the strengths and weaknesses of the employees. This gives him the starting point for improving the performance of his department. The HR department receives information for promotion or certification of employees. The company management can plan the training and further education needs in the company.

methodology

A distinction is made between downward assessment and equal assessment . A downward assessment always precedes a superior assessment, while in the case of assessments by commissions made up of colleagues, a subordinate assessment takes place. For the assessment of group work, there can also be two stages: First, the employees assess certain criteria such as team behavior, then the superior assesses them. This procedure is intended to increase the quality and acceptance of the assessment. Increasingly, there is also an upward assessment in which, for example, students rate their professor and employees rate their boss. If a performance assessment is not used to determine remuneration, a self-assessment is also conceivable.

The performance appraisal is a particularly sensitive area, since the professional and personal appraisal of the employee can lead to increased performance and job satisfaction as well as to demotivation and internal resignation. That is why it is important to consider criteria of systematic performance assessment (for example work quality as diligence and accuracy, work quantity in the amount or scope of the work result, independence, for example in work planning and execution, ability to work in a team or work commitment as an attitude to work, initiative):

  • The assessment criteria are set out in a catalog, uniform and transparent.
  • The classification of the characteristics is based on a clearly defined scale that is secured by bridge examples.
  • The weighting of the characteristics against each other is transparent and comprehensible for the employee.
  • There is a fixed assessment period.

The core of the performance appraisal is a catalog of characteristics that depicts the performance based on various criteria. The quality of the performance evaluation depends on further criteria:

  • careful execution,
  • Application of standardized assessment methods,
  • personal impression from the long-term relationship between superior and employee as well
  • Assessment competence of the assessor (this should be specifically trained).

In order for the performance appraisal to be accepted by the employees, the appraisal standards must be the same for all employees and stable over the long term.

Appraisal interviews should take place in a relaxed atmosphere that is as free and relaxed as possible; they should also serve as a basis for personnel development.

Co-determination among employees

The establishment of general assessment principles requires the approval of the works council (Section 94 (2) BetrVG). Although the works council does not need to approve an individual assessment of an employee, it must agree to the assessment procedure used (for example, a supervisor questionnaire). This approval is intended to ensure the objectivity and relevance of the criteria and procedures used. The results of the performance appraisal should be discussed in a meeting between the line manager or appraiser and the employee. In this, his development opportunities can then also be shown. However, it must also be made clear to the employee why his performance received a certain rating. According to Section 82 (2) BetrVG, the employee is entitled to such a conversation. The employee can invite a member of the works council to the interview.

Performance appraisal for executives

Around 80% of managers receive performance-related remuneration, the proportion of which often significantly exceeds that of the fixed salary. For the most part, they are based on mandatory contractual provisions whose performance assessments can be traced by third parties. This can be, for example, sales, EBIT or the listed company value . The reference value must in any case be legally influenceable for the manager and tailored to the area of ​​responsibility. In addition, so-called discretionary bonuses and goodwill bonuses can be added.

See also

literature

  • Thomas Breisig: Personnel Assessment. Regulate and design employee interviews and target agreements. Current recommendations from over 70 assessment procedures. 3. Edition. Bund, Frankfurt am Main 2005, ISBN 3-7663-3663-0 ( manuals for corporate practice 6), (target group: works councils).
  • Heinz Schuler (Ed.): Assessment and promotion of professional performance. 2nd Edition. Hogrefe, Göttingen 2004, ISBN 3-8017-1604-X .

Individual evidence

  1. ↑ Landau, Kurt: Assessment of performance. In: Landau, Kurt (Hrsg.): Lexicon of work design: Best practice in the work process. Stuttgart: Genter, 2007. - ISBN 978-3-87247-655-5 . P. 785f.
  2. ↑ Landau, Kurt: Assessment of performance. In: Landau, Kurt (Hrsg.): Lexicon of work design: Best practice in the work process. Stuttgart: Genter, 2007. - ISBN 978-3-87247-655-5 . P. 785
  3. ↑ Landau, Kurt: Assessment of performance. In: Landau, Kurt (Hrsg.): Lexicon of work design: Best practice in the work process. Stuttgart: Genter, 2007. - ISBN 978-3-87247-655-5 . P. 786